HBR/McKinsey M-Prize: Management 2.0 Challenge

Part One of the Harvard Business Review/McKinsey M-Prize for Management Innovation
Challenge Begins
Final Round Deadline

Winners announced!

We’re thrilled to introduce you to the winners of the Management 2.0 Challenge—the first phase of the HBR/McKinsey M-Prize for Management Innovation.



All the finalists

Here are the 20 finalists:


In the first leg of the Harvard Business Review-McKinsey M-Prize for Management Innovation, we invited management innovators from every realm of endeavor to share the most progressive practices and disruptive ideas that illustrate how the governing principles and tools of the Web can make our organizations more adaptable, innovative, inspiring, and accountable.

They did. We received more than 140 impressive Stories (instructive case studies) and Hacks (experimental designs), selected 20 stellar finalists, and announced seven winners of the Management 2.0 Challenge.

Read more about Management 2.0 in Gary Hamel’s challenge essay. You can check out the winning entries feature above, learn more about the finalists here, and explore all of the entries.

amanda-white's picture
Many scholars discuss visibility from the perspective of an employee making themselves more visible to executives within an organisation with the ambition of climbing the corporate ladder.
By Amanda White on July 2, 2011
sonja-dieterich's picture
The white coat of a physician signifies a 19th century model of leadership: authoritative, unchallenged, above and beyond the ordinary. This is not who today's physicians are.
By Sonja Dieterich on July 18, 2011
john-brubacher's picture
Leading Web service companies have built knowledge-based request fulfillment systems that record, route and resolve customer requests faster, better and cheaper through the use of self-selection
By John Brubacher on June 3, 2011
kumba-jallow's picture
If we are to close the sustainability gap – from the current consumption and production levels implicated in social and environmental injustice to a fairer, greener world – then we need transformative
By Kumba Jallow on July 17, 2011
ellen-weber's picture
The traps that hold back new talent may be the very traditions dubbed as excellent where you work! Innovation requires risk - and novelty  surpasses traditions that drive most organizations
By Ellen Weber on July 10, 2011
gisela-j-nsson's picture
"Lock in" of talent may squelch passion, demoralize employees and of course lead to worse fit of talent to problems.  Top down delegation of tasks utilizes fewer minds thinking about what pr
By Gisela Jönsson on July 5, 2011
tsukasa-makino's picture
To varying degrees, everyone has self-centered ambitions: to become rich and famous, to win the race, to have some power over others. Such forces can drive people to work hard and produce results.
By Tsukasa Makino on July 17, 2011
tim-giehll_2's picture
Remember in the 80’s when "Supply Chain Management" revolutionized the way companies managed inventory?
By Tim Giehll on June 17, 2011
bala-subramanian's picture
A transparent societal environment where all societal roles have been updated and kept current without having to learn anything to get into the right mode with the right tools and the right framework.
ritu-raj's picture
Improving how people work in today’s organizations by abstracting collaboration practices and embedding them in email.
By Ritu Raj on June 22, 2011
mohammad-oli-ahad_1's picture
Managers in similar roles in a number of companies—for instance, Brand Executives in three non-competing enterprises—would be working for six months in each of these companies by rotation.
andreas-stokas's picture
Information in the companies is stuck between front line employees and middle management.
By Andreas Stokas on July 18, 2011
ken-everett's picture
We started a NO by accident rather than design: we couldn’t afford employees. This turned out to be a fortuitous impediment. It stopped us being traditional.
By Ken Everett on July 15, 2011